CH#8- 16

Motivation
The willingness to do something conditioned upon the action's ability to satisfy some need for
the individual.

Need
A physiological or psychological deficiency that makes certain outcomes seem attractive.

Locus of Control
The source of control over an individual's behavior.

Machiavellianism
Manipulative behavior based on the belief that the ends can justify the means.

Self-Esteem
The degree to which an individual likes or dislikes himself or herself.

Self-Monitoring
The ability to adjust behavior to external situational factors. High self-monitors adapt easily and
are capable of presenting striking contradictions between public persona and private selves; low
self-monitors tend to display their true feelings and beliefs in almost every situation.

Risk Propensity
A willingness to take chances, characterized by rapid decision making with the use of less
information.

Theory X-Theory Y
A theory of Douglas McGregor that a supervisor's view of human nature is based on a certain
grouping of assumptions and that he or she tends to mold behavior toward subordinates
according to those assumptions.

Motivation-Hygiene Theory
A theory of Frederick Herzberg that the opposite of satisfaction is not "dissatisfaction" but "no
satisfaction" and the opposite of dissatisfaction is not "satisfaction" but "no dissatisfaction."

Need For Achievement

A compelling drive to succeed; an intrinsic motivation to do something better or more efficiently
than it has been done before.

Hierarchy-Of-Needs
Theory A theory of Abraham Maslow that states that a satisfied need no longer creates tension
and therefore doesn't motivate. Maslow believed that the key to motivation is to determine
where an individual is along the needs hierarchy and to focus motivation efforts at the point
where needs become essentially unfulfilled.

Hygiene Factors
Hersberg's term for factors, such as working conditions and salary, that, when adequate, may
eliminate job dissatisfaction but do not necessarily increase job satisfaction.
Equity Theory
The concept that employees perceive what they can get from a job situation (outcomes) in
relation to what they put into it (inputs), and then compare their input-outcome ratio with the
input-outcome ratio of others.

Expectancy Theory
A theory that individuals analyze effort-performance, performance-rewards, and rewards-
personal goals relationships, and their level of effort depends on the strengths of their
expectations that these relationships can be achieved.

Job Design
Combining tasks to form complete jobs.

Job Enrichment
The degree to which a worker controls the planning, execution, and evaluation of his or her
work.

Pay-For-Performance Programs
Compensation plans that pay employees on the basis of some performance measure.

Competency-Based compensation
Payments and rewards to employees on the basis of skills, knowledge, and behaviors.

Employee Stock Ownership Plan

A compensation program that allows employees to become part owners of an organization by
receiving stock as a performance incentive.

Leadership
The ability an individual demonstrates to influence others to act in a particular way through
direction, encouragement, sensitivity, consideration, and support.

Leadership Traits
Qualities such as intelligence, charm, decisiveness, enthusiasm, strength, bravery, integrity, and
self-confidence.

Charismatic Leader
An individual with a compelling vision or sense of purpose, an ability to communicate that vision
in clear terms that followers can understand, a demonstrated consistency and focus in pursuit of
the vision, and an understanding of his or her own strengths.

Visionary Leadership
The ability to create and articulate a realistic, credible, attractive vision of the future that grows
out of, and improves upon, the present.

Task-Centered Leader
An individual with a strong tendency to emphasize the technical or tasks aspects of a job.

Autocratic Leader
A taskmaster who leaves no doubt as to who's in charge, and who has the authority and power
in the group.

People-Centered Leader A
n individual who emphasizes interpersonal relations with those he or she leads.

Participative Leadership
The leadership style of an individual who actively seeks input from followers for many of the
activities in the organization.

Consultative-Participative Leadership
The leadership style of an individual who seeks input and hears the concerns and issues of
followers, but makes the final decision using input as an information-seeking exercise.

Democratic-Participative Leadership
A leadership behavior whereby the leader offers followers a say in what is decided; decisions
are made by the group.

Free-Rein Leader
An individual who gives employees total autonomy to make decisions that will affect them .

Situational Leadership
Adjustment of a leadership style to specific situations to reflect employee needs.

Readiness
The ability and willingness of an employee to complete a task.
Credibility Honesty, competence, and the ability to inspire.

Trust
The belief in the integrity, character, and ability of a leader.

Transactional Leader
A leader who guides or motivates employees in the direction of established goals by clarifying
role and task requirements.

Transformational Leader
A leader who inspires followers to transcend self-interests for the good of the organization and
who is capable of having a profound and extraordinary effect on followers .

Active Listening
A technique that requires an individual to "get inside" a speaker's mind to understand the
communication from the speaker's point of view.

Assertiveness Training
A technique designed to make people more open and self expressive, saying what they mean
without being rude or thoughtless.
Body Language
Gestures, facial configurations, and other movements of the body thatcommunicate emotions or
temperaments such as aggression, fear, shyness, arrogance, joy, and anger.

Channel
The medium by which a message travels.

Communication
The transference and understanding of meaning.

Decoding
A receiver's translation of a sender's message.

Encoding
The conversion of a message into symbolic form.

Feedback Loop
Information received by the sender from a receiver regarding a message that was sent.

Formal Communication
Communication that addresses task-related issues and tends to follow the organization's
authority chain.

Grapevine
The means of communication by which most operative employees first hear about important
changes introduced by organizational leaders; the rumor mill.

Informal Communication
Communication that moves in any direction, skips authority levels, and is as likely to satisfy
social needs as, it is to facilitate task accomplishments.

GROUP
TWO OR MORE INTERACTING AND INTERDEPENDENT INDIVIDUALS WHO COME
TOGETHER TO ACHIEVE PARTICULAR OBJECTIVES

FORMAL GROUP
A WORKGROUP ESTABLSIHED BY THE ORGANIZATION AND GIVEN DESIGNATED WORK
ASSIGNMENTS AND ESTABLISHED TASKS

INFORMAL GROUP
A SOCIAL GROUP THAT FORMS NATURALLY IN THE WORK ENVIRONMENT IN
RESPONSE TO THE NEED FOR SOCIAL CONTACT

TEAM
A WORKGROUP WHOSE MEMBERS ARE COMMITTED TO A COMMON PURPOSE, HAVE A
SET OF SPECIFIC PERFORMANCE GOALS, AND HOLD THEMSELVES MUTUALLY
ACCOUNTABLE FOR THE TEAM'S RESULTS

COHESIVENESS
THE DEGREE TO WHICH GROUP MEMBERS ARE ATTRACTED TO EACH OTHER AND
ARE MOTIVATED TO STAY IN THE GROUP

EMERGENT LEADER
A LEADER WHO EMERGES WITHIN A WORKGROUP WITHOUT HAVING FORMAL
AUTHORITY IN THE ORGANIZATION

WORKING GROUP
A GROUP OF INDIVIDUALS WHO INTERACT PRIMARILY TO SHARE INFORMATION AND
TO MAKE DECISIONS TO HELP EACH OTHER PERFORM WITHIN A GIVEN AREA OF
RESPONSIBILITY

PSEUDO TEAM
THE PRODUCT OF NEGATIVE SYNERGY, THE SUM OF THE WHOLE IS LESS THAN THE
POTENTIAL OF THE INDIVIDUAL PARTS BECAUSE OF FACTORS SUCH AS POOR
COMMUNICATION, ANTAGONISTIC CONFLICTS, AND AVOIDANCE OF RESPONSIBILITIES

POTENTIAL TEAM
GOING IN THE RIGHT DIRECTION, RECOGNIZES THE NEED FOR HIGHER
PERFORMANCE AND IS REALLY TRYING HARD TO ACHIEVE IT, BUT ITS PURPOSE AND
GOALS NEED GREATER CLARITY OR THE TEAM MAY NEED BETTER COORDINATION

REAL TEAM
ULTIMATE GOAL, A UNIT WITH A SET OF COMMON CHARACTERISTICS THAT LEAD TO
CONSISTENTLY HIGH PERFORMANCE

FIVE STAGE MODEL OF GROUP DEVELOPMENT

1. FORMING
2. STORMING
3. NORMING
4. PERFORMING
5. ADJOURNING

GROUP DEVELOPMENT FORMING

INDIVIDUALS KNOW LITTLE ABOUT THE OTHER MEMBERS OF THE GROUP, AND EVEN
THOUGH THEY DISPLAY INDEPENDENT BEHAVIOR, THEY ARE ON THEIR BEST
BEHAVIOR BECAUSE THEY WANT TO BE ACCEPTED BY OTHERS AND AVOID CONFLICT

GROUP DEVELOPMENT STORMING

SUPERVISORS MAY BECOME MORE ACCESSIBLE TO GROUP MEMBERS BUT STILL
NEED TO DIRECT AND GUIDE DECISION MAKING WHIE MODELING PROFESSIONAL
BEHAVIOR

GROUP DEVELOPMENT NORMING

BEGINS AFTER THE GROUP MEMBERS HAVE WORKED THROUGH THEIR ARGUMENTS
AND LEARNED TO UNDERSTAND EACH OTHER BETTER
GROUP DEVELOPMENT PERFORMING
MARKED BY THE APPARENT FLEXIBILITY OF THE GROUP AS IT WORKS TOWARD THE
ACCOMPLISHMENT OF ITS TASKS, THE GROUP IS STRATEGICALLY AWARE AND
KNOWS WHY IT IS DOING WHAT IT IS DOING

GROUP DEVELOPMENT ADJOURNING

ADDRESSES THE GROUP FROM A PERSPECTIVE BEYOND THE PURPOSE OF THE
FIRST FOUR STAGES AND IS RELEVANT TO THE PEOPLE IN THE GROUP AND THEIR
WELL-BEING, GROUP MEMBERS RECOGNIZE THE TASK IS COMPLETED AND BEGIN TO
DISENGAGE FROM OTHER GROUP MEMBERS

SKILLS REQUIRED FOR A TEAM TO PERFORM EFFECTIVELY

PEOPLE WITH EXPERTISE
PEOPLE WITH PROBLEM-SOLVING AND DECISION MAKING SKILLS
PEOPLE WITH GOOD INTERPERSONAL SKILLS (LISTENING, FEEDBACK, CONFLICT
RESOLUTION)

SOCIAL LOAFING
BECOMING A FREE-RIDER IN A GROUP BECAUSE INDIVIDUAL CONTRIBUTIONS TO THE
GROUP EFFORT CANNOT BE IDENTIFIED. AS A RESULT, THE OVERALL TEAM'S
PERFORMANCE SUFFERS

OBSTACLES IN CREATING EFFECTIVE TEAMS

A WEAK SENSE OF DIRECTION
INFIGHTING
SHIRKING OF RESPONSIBILITY
LACK OF TRUST
CRITICAL SKILL GAPS
LACK OF EXTERNAL SUPPORT

PERFORMANCE APPRAISAL
A REVIEW OF PAST PERFORMANCE THAT EMPHASIZES POSITIVE ACCOMPLISHMENTS
AS WELL AS DEFICIENCIES; A MEANS FOR HELPING EMPLOYEES IMPROVE FUTURE
PERFORMANCE

APPRAISAL PROCESS
THE ELEMENTS OF A PERFORMANCE APPRAISAL AS DEFINED BY THE ORGANIZATION;
MAY INVOLVE SELF-EVALUATION AND PEER EVALUATION IN ADDITION TO A
SUPERVISOR'S INPUT

PERFORMANCE FEEDBACK
INFORMATION THAT LETS AN EMPLOYEE KNOW HOW WELL HE OR SHE IS
PERFORMING A JOB; MAY BE INTRINSIC (PROVIDED BY THE WORK ITSELF) OR
EXTRINSIC (PROVIDED BY A SUPERVISOR OR SOME OTHER SOURCE)

INTRINSIC FEEDBACK
SELF-GENERATED FEEDBACK
EXTRINSIC FEEDBACK
FEEDBACK PROVIDED TO AN EMPLOYEE BY AN OUTSIDE SOURCE

WRITTEN ESSAY
A WRITTEN NARRATIVE DESCRIBING AN EMPLOYEE'S STRENGTHS, WEAKNESSES,
PAST PERFORMANCE, POTENTIAL, AND SUGGESTIONS FOR IMPROVEMENT

CRITICAL INCIDENTS
INCIDENTS THAT FOCUS ATTENTION ON EMPLOYEE BEHAVIORS THAT ARE KEY IN
MAKING THE DIFFERENCE BETWEEN EXECUTINGA JOB EFFECTIVELY AND EXECUTING
IT INEFFECTIVELY

CHECKLIST
A LIST OF BEHAVIORAL DESCRIPTIONS THAT ARE CHECKED OFF WHEN THAY APPLY
TO AN EMPLOYEE

ADJECTIVE RATING SCALE

A METHOD OF APPRAISAL THAT USES A SCALE OR CONTINUUM THAT BEST
DESCRIBES THE EMPLOYEE USING FACTORS SUCH AS QUANTITY AND QUALITY OF
WORK, JOB KNOWLEDGE, COOPERATION, LOYALTY, DEPENDABILITY, ATTENDANCE,
HONESTY, INTERGRITY, ATTITUDES, AND INITIATIVE

BEHAVIORAL ANCHORED RATING SCALE (BARS)

A SCALE THAT HELPS A SUPERVISOR RATE AN EMPLOYEE BASED ON ITEMS ALONG A
CONTINUUM; POINTS ARE EXAMPLES OF ACTUAL BEHAVIOR ON A GIVEN JOB RATHER
THAN GENERAL DESCRIPTIONS OR TRAITS

GROUP-ORDER RANKING
PLACING EMPLOYEES INTO CLASSIFICATIONS, SUCH AS "TOP ONE-FIFTH' OR SECOND
ONE-FIFTH', THIS METHOD PREVENTS A SUPERVISOR FROM INFLATING OR
EQUALIZING EMPLOYEE EVALUATIONS

INDIVIDUAL RANKING
A METHOD THAT REQUIRES SUPERVISORS TO LIST ALL EMPLOYUEES IN ORDER FROM
THE HIGHEST TO LOWEST PERFORMER

LENIENCY ERROR
POSITIVE OR NEGATIVE LENIENCY THAT OVERSTATES OR UNDERSTATES
PERFORMANCE, GIVING AND INDIVIDUAL A HIGHER OR LOWER APPRAISAL THAN
DESERVED

HALO ERROR
A TENDENCY TO RATE AN INDIVIDUAL HIGH OR LOW ON ALL FACTORS AS A RESULT OF
THE IMPRESSION OF A HIGH OR LOW RATING ON SOME SPECIFIC FACTOR

SIMILARITY ERROR
RATING OTHERS IN A WAY THAT GIVES SPECIAL CONSIDERATION TO QUALITIES THAT
APPRAISERS PERCEIVE IN THEMSELVES
RECENCY ERROR
AN ERROR THAT OCCURS WHEN APPRAISERS RECALL AND GIVE GREATER
IMPORTANCE TO EMPLOYEE JOB BEHAVIORS THAT HAVE OCCURRED NEAR THE END
OF THE PERFORMANCE-MEASURING PERIOD

CENTRAL TENDENCY ERROR

APPRAISERS' TENDENCY TO AVOID THE "EXCELLENT" CATEGORY AS WELL AS THE
"UNACCEPTABLE" CATEGORY AND ASSIGN ALL RATINGS AROUND THE "AVERAGE" OR
MIDPOINT RANGE

360 DEGREE APPRAISAL

PERFORMANCE FEEDBACK PROVIDED BY SUPERVISORS, EMPLOYEES, PEERS, AND
POSSIBLE OTHERS

EMPLOYEE COUNSELING
AN EMPHASIS ON ENCOURAGING TRAINING AND DEVELOPMENT EFFORTS IN A
SITUATION IN WHICH AN EMPLOYEE'S UNWILLINGNESS OR INABILITY TO PERFORM
HIS OR HER JOB SATISFACTORILY IS EITHER VOLUNTARY OR INVOLUNTARY

COUNSELING PROCESS
LISTEN, IDENTIFY PROBLEM, CLARIFY ALTERNATIVES, COME TO A RESOLUTION,
AGREE ON AN ACTION PLAN

CONFLICT
A PROCESS IN WHICH ONE PARTY CONSCIOUSLY INTERFERES IN THE GOAL
ACHIEVING EFFORTS OF ANOTHER PARTY

CONFLICT MANAGEMENT
THE APPLICATION OF RESOLUTION AND STIMULATION TECHNIQUES TO ACHIEVE THE
OPTIMAL LEVEL OF DEPARTMENTAL CONFLICT

AVOIDANCE
WITHDRAWING FROMA CONFLICT OR IGNORING IT

ACCOMMODATION
A METHOD OF MAINTAINING HARMONIOUS RELATIONSHIPS BY PLACING OTHERS'
NEEDS AND CONCERNS ABOVE ONE'S OWN

FORCING
ATTEMPTING TO SATISFY ONE'S OWN NEEDS AT THE EXPENSE OF THE OTHER PARTY

COMPROMISE
AN APPROACH TO CONFLICT THAT REQUIRES EACH PARTY TO GIVE UP SOMETHING
OF VALUE

COLLABORATION
AN APPROACH TO CONFLICT IN WHICH ALL PARTIES SEEK TO SATISFY THEIR
INTERESTS
DEVILS ADVOCATE
A PERSON WHO PURPOSELY PRESENTS ARGUMENTS THAT RUN COUNTER TO THOSE
PROPOSED BY THE MAJORITY OR AGAINST CURRENT PRACTICES

POLITICKING
THE ACTIONS ONE CAN TAKE TO INFLUENCE, OR ATTEMPT TO INFLUENCE, THE
DISTRIBUTION OF ADVANTAGES AND DISADVANTAGES WITHIN AN ORGANIZATION

CULTURE
A SET OF UNWRITTEN NORMS THAT MEMBERS OF THE ORGANIZAITON ACCEPT AND
UNDERSTAND, AND THAT GUIDE THEIR ACTIONS

STATUS
A SOCIAL RANK OF THE IMPORTANCE ONE HAS IN A GROUP

DISCIPLINE
ACTIONS TAKEN BY SUPERVISORS TO ENFORCE AN ORGANIZATION'S STANDARDS
AND REULATIONS

VERBAL WARNING
A REPRIMAND, A TEMPORARY RECORD OF WHICH IS KEPT BY THE SUPERVISOR

WRITTEN WARNING
THE FIRST FORMAL STAGE OF THE DISCIPLINARY PROCEDURE; THE WARNING
BECOMES PART OF AN EMPLOYEE'S OFFICIAL PERSONNEL FILE

SUSPENSION
TIME OFF WITHOUT PAY; THIS STEP IS USUALLY TAKEN ONLY IF NEITHER VERBAL NOR
WRITTEN WARNINGS HAVE ACHIEVED DESIRED RESULTS

DISMISSAL
TERMINATION OF EMPLOYMENT

PROGRESSIVE DISCIPLINE
ACTION THAT BEGINS WITH A VERBAL WARNING, AND THEN PROCEEDS THROUGH
WRITTEN REPRIMANDS, SUSPENSION, AND FINALLY, IN THE MOST SERIOUS CASES,
DISMISSAL

"HOT STOVE" RULE

A SET OF PRINCIPLES FOR EFFECTIVELY DISCIPLINING AN EMPLOYEE THAT
DEMONSTRATES THE ANALOGY BETWEEN TOUCHING A HOT STOVE AND RECEIVING
DESICPLINE

EMPLOYMENT AT WILL
A LEGAL DOCTRINE THAT DEFINES AN EMPLOYER'S RIGHTS TO DESCIPLINE OR
DISCHARGE AN EMPLOYEE

WRONGFUL DISCHARGE
IMPROPER OR UNJUST TERMINATION OF AN EMPLOYEE
NEGOTIATION
A PROCESS IN WHICH TWO OR MORE PARTIES WHO HAVE DIFFERENT PREFERENCES
AND PRIORITIES MUST MAKE A JOINT DECISION AND COME TO AN AGREEMENT

DISTRUBTIVE BARGAINING
A NEGOTIATING PROCESS THAT OPERATES UNDER ZERO-SUM CONDITIONS; ANY
GAIN MADE IS AT THE EXPENSE OF THE OTHER PERSON, AND VICE VERSA

INTEGRATIVE BARGAINING
A NEGOTIATING PROCESS THAT OPERATES UNDER THE ASSUMPTION THAT THERE IS
LABOR RELATIONS ALL ACTIVITIES WITHIN A COMPANY THAT INVOLVE DEALING WITH A
UNION AND ITS MEMBERS

UNION
AN ORGANIZATION THAT REPRESENTS WORKERS AND SEEKS TO PROTECT THEIR
INTERESTS THROUGH COLLECTIVE BARGAINING

UNION SHOP
AN ARRANGEMENT THAT STIPULATES THAT EMPLOYERS, ALTHOUGH FREE TO HIRE
WHOMEvER THEY CHOOSE, MAY RETAIN ONLY UNION MEMBERS

AGENCY SHOP
AN AGREEMENT THAT REQUIRES NONUNION EMPLOYEES TO PAY THE UNION A SUM
OF MONEY EQUAL TO UNION FEES AND DUES AS A CONDITION OF CONTINUING
EMPLOYMENT

OPEN SHOP
AN ARRANGEMENT IN WHICH JOINING A UNION IS TOTALLY VOLUNTARY

MAINTENANCE OF MEMBERSHIP
AN AGREEMENT THAT SHOULD EMPLOYEES JOIN THE UNION, THEY ARE COMPELLED
TO REMAIN IN THE UNION FOR THE DURATION OF THE EXISTING CONTRACT. SUCH AN
AGREEMENT OFTEN PROVIDES AN ESCAPE CLAUSE WHEN THE CONTRACT EXPIRES
IN WHICH EMPLOYEES MAY CHOOSE TO WITHDRAW THEIR MEMBERSHIP FROM THE
UNION WITHOUT PENALTY

DUES CHECKOFF
A PROVISION THAT OFTEN EXISTS IN UNION SECURITY ARRANGEMENTS WHEREBY AN
EMPLOYER WITHHOLDS UNION DUES FROM MEMBERS' PAYCHECKS

WAGNER ACT ALSO KNOWN AS THE NATIONAL LABOR RELATIONS ACT,

THIS ACT GAVE EMPLOYEES THE LEGITIMATE RIGHT TO FORM AN JOIN UNIONS AND
TO ENGAGE IN COLLECTIVE BARGAINING

NATIONAL LABOR RELATIONS BOARD (NLRB)

A GROUP THAT HAS PRIMARY RESPONSIBILITY FOR CONDUCTING ELECTIONS TO
DETERMINE UNION REPRESENTATION AND TO INTERPRET AND APPLY THE LAW
AGAINST UNFAIR LABOR PRACTICES
TAFT-HARTLEY ACT (LABOR-MANAGEMENT RELATIONS ACT)
A LAW PASSED IN 1947 THAT SPECIFIED UNFAIR UNION LABOR PRACTICES AND
DECLARED THE CLOSED SHOP TO BE ILLEGAL

SECONDARY BOYCOTT
A UNION SSTRIKES AGAINST EMPLOYER A (A PRIMARY AND LEGAL STRIKE) AND THEN
STRIKES AND PICKETS AGAINST EMPLOYER B (AN EMPLOYER AGAINST WHICH THE
UNION HAS NO COMPLAINT) BECASUE OF A RELATIONSHIP THAT EXISTS BETWEEN
EMPLOYERS A AND B, SUCH AS EMPLOYER B HANDLING GOODS MADE BY EMPLOYER

FEDERAL MEDIATION AND CONCILIATION SERVICE (FMCS)

A GOVERNMENT AGENCY THAT ASSISTS LABOR AND MANAGEMENT IN SETTLING
THEIR DISPUTES

LANDRUM-GRIFFIN ACT
ALSO KNOWN AS THE LABOR AND MANAGEMENT REPORTING AND DISCLOSURE ACT,
THIS LEGISLATION PROTECTS UNION MEMBERS FROM POSSIBLE WRONGDOING ON
THE PART OF THEIR UNIONS. ITS THRUST IS TO REQUIRE ALL UNIONS TO DESCLOSE
THEIR FINANCIAL STATEMENTS

RACKETEERING INFLUENCED AND CORRUPT ORGANIZATIONS ACT (RICO)

LEGISLATION WHOSE PRIMARY EMPHASIS WITH RESPECT TO LABOR UNIONS IS TO
ELIMINATE ANY INFLUENCE EXERTED ON UNIONS BY MEMBERS OF ORGANIZED
CRIME

AUTHORIZATION CARD
A CARD SIGNED BY PROSPECTIVE UNION MEMBERS INDICATING THAT THEY ARE
INTERESTED IN HAVING A UNION ELECTION HELD AT THEIR WORK SITE

REPRESTATION CERIFICAION (RC) ELECTION

THE ELECTION PROCESS WHEREBY UNION MEMBERS VOTE IN A UNION AS THEIR
REPRESENTATIVE

COLLECTIVE BARGAINING
A PROCESS FOR DEVELOPING A UNION CONTRACT, WHICH INCLUDES PREPARING TO
NEGOTIATE THE CONTRACT, NEGOTIATING THE CONTRACT, AND ADMINISTERING THE
CONTRACT AFTER IT HAS BEEN RATIFIED

TIPS
THREATEN, INTERROGATE, PROMISE, SPY

GRIEVANCE PROCEDURES
PROCEDURES DESIGNED TO RESOLVE DISPUTES AS QUICKLY AS POSSIBLE AND AT
THE LOWEST LEVEL POSSIBLE IN THE ORGANIZATION

GRIEVANCE (RIGHTS) ARBITRATION

THE FINAL STEP USED TO SETTLE A LABOR AND MANAGEMENT DESPUTE
ECONOMIC STRIKE
AN IMPASSE THAT RESULTS FORM LABOR AND MaNAGEMENT'S INABILITY TO AGREE
ON THE WAGES, HOURS, AND TERMS AND CONDITIONS OF A NEW CONTRACT

WILDCAT STRIKE
AN ILLEGAL STRIKE IN WHICH EMPLOYEES REFUSE TO WORK DURING THE TERM OF A
BINDING CONTRACT, OFTEN AS A RESULT OF AMBIGUITIES IN THE CURRENT
CONTRACT

LOCKOUT
A COMPANY ACTION EQUIVALENT TO A STRIKE; WHEN MANAGEMENT DENIES
UNIONIZED EMPLOYEES ACCESS TO THEIR JOBS

FACT FINDING
A TECHNIQUE WHEREBY A NEUTRAL THIRD PARTY INDIVIDUAL CONDUCTS A HEARING
TO GATHER EVIDENCE FROM BOTH LABOR AND MANAGEMENT

INTEREST ARBITRATION
ARBITRATION IN WHICH A PANEL OF THREE INDIVIDUALS HEARS TESTIMONY FROM
BOTH SIDES AND RENDERS A DECISION ON HOW TO SETTLE A CONTRACT
NEGOTIATION DISPUTE

Carpal tunnel syndrome

a repetitive stress injury of the wrist

employee assistance program (EAP)

a program designend to act as a first stop for individuals seeking help with the goal of getting
productive employees back on the job as swiftly as possible

imminent danger
a condition which under an accident is about to occur

incidence rate
a measure of the number of injuries, illnesses, or lost workdays as it relates to a common base
rate of 100 full-time employees.

karoshi
a Japanese term for sudden death caused by overwork

muscuoskeletal disorders (MSD's)

continuous-motion disorders caused by repetitive stress injuries

National Institute for Occupational Safety and Health (NIOSH)

the government agency that researches and sets OSHA standards

Occupational Safety and Health Act

a law that enforces, through standards and regulations, healthful working conditions and
preservation of human resources
repetitive stress injuries
injuries sustained by continuous and repetitive movements of a body part

sick
buildings an unhealthy work environment

stress
something an individual feels when faced with opportunities, constraints, or demands perceived
to be both uncertain and important. Stress can show itself in both positive and negative ways

stressors
conditions that cause stress in an individual

wellness program
any type of program that is designed to keep employees healthy, focusing on suc things as
smoking cessation, weight control, stress management, physical fitness, nutrition education,
blood pressure control, and so on